Webinar Replay #88: Train to Win: How to Set Up A Training Program to Generate Top and Bottom Line Results

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Steve Kessler: Good morning. Everyone. Welcome to our INFINITI, webinar. Today we appreciate you taking some of your time to join us this morning.

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Steve Kessler: We have an interesting topic. Today, I think everybody is fully aware that the trucking industry has been suffering here a little bit the last couple of years. And our focus today is going to be about training to win, how to improve your top and bottom line through training. So, we’re going to talk about ways to set up training that could help improve your profitability a little bit.

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Steve Kessler: So, before I introduce our guest, let me go through a few little quick housekeeping items.

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Steve Kessler: those of you that are logged in or muted, which means we can’t hear you. So, if you have a comment, you can jump into the chat box there and make your comment or ask a question. You can also use the Q&A box down there, and we can see those on this side, and we’ll

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Steve Kessler: take any questions and enjoy any of the comments that you have for us. So why don’t you all just jump on the chat quick and let us know who you are and what company you’re with and where you’re from. So, we have some idea who’s out there today.

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Steve Kessler: And while you all are doing that. I’m going to go ahead and introduce our guest. Today. I’m very happy to have our founder and CEO Jay Wommack joined us today to talk about training to win. So, Jay, it’s been kind of a rough go for trucking. You got some good ideas on how to help with that.

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Jay Wommack: Yeah, we really do. And what’s interesting is you.

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Jay Wommack: Since Covid, since the 4th quarter of 2,019,

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Jay Wommack: we’ve seen trucking go into a recession. Now, that’s a bland statement. Because I finally heard a well-known economist in the transportation industry say that the other day, and we’ve kind of known that now there are certain sectors that during Covid that boomed, and if I really want to look at it from that standpoint, 20% of the industry boomed during Covid, 60% was doing their best to tread water, and 20% was on the verge of bankruptcy.

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Jay Wommack: And so, if we if we really look at freight, we look at what’s really happened. Finally, finally, an economist acknowledged that we’ve been in a recession in trucking one of the most prolonged horrific recessions that we’ve seen

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Jay Wommack: in this industry. And when you start talking to owners and operations directors, they confirm that, as a matter of fact, some of the conversations we’ve had recently with companies

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Jay Wommack: is they really are just trying to hang on. It’s like the Chinese water torture, you know. 2,008 was quick. Y, 2 K. Was quick. This is dragging out. And so, you really must start taking a look at P & l’s and balance sheets, and what line items really matter the most. And so that’s what this is all about is rethinking how we look at our industry, and how we look at

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Jay Wommack: our numbers. So, the next slide I want to show you most 88 to 95% of people that see this slide

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Jay Wommack: do not believe that slide.

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Jay Wommack: that they’re going to get a 4 x to 10 x return on their investment on every training dollar spent.

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Jay Wommack: And so why don’t they believe that? Well.

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Jay Wommack: I’m going to jump into. Why, they don’t believe it. But 1st I want you all to understand where we’re coming from, who we are and why we are

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Jay Wommack: while we claim to be experts in this area.

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Jay Wommack: Number one

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Jay Wommack: INFINITI was founded in 1999, and I founded this company in 1999. It’s all about training. And we’ve done over 194 Million training sessions.

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Jay Wommack: And so, we know a little bit about what works and what doesn’t work? And how do you target the right? P. And L. How do you target the right line item within your company, and you use the old Tim Ferris 80 20 rule. And that’s really what works our mission

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Jay Wommack: is too. It really is true, read the mission statement. I used to think mission statements were just a flaky thing to do. And

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Jay Wommack: but the older I get the more I realize that is, our mission is to help companies that we work with organizations, schools, and we don’t just work in transportation. We work in a number of different industries.

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Jay Wommack: It is to help them improve their balance sheets and improve their top and bottom line, and by doing that that helps them survive even the worst of times. And so that really is our mission. We’ve done it for the last 25 years, and we delivered over 170 million training sessions. So, I think we know a little bit about what we’re talking about.

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Jay Wommack: The reason is that most business owners don’t believe the stat

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Jay Wommack: 4 x to 10 x on their training dollars is because they’re doing 4 things and they’re doing them wrong.

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Jay Wommack: Number one, they’re doing service training only they’re doing tribal training. They’re doing reactive and infrequent. And they’re doing long and boring. And so, what should companies do to enhance their roi these next 3 or 4 slides? I’m going to show you if you don’t do anything else. If you focus on these 4 things in your company, it will make a world of difference.

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Jay Wommack: So, number one

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Jay Wommack: as opposed to surface training, and what I mean by surface training is everybody must do orientation. Every company has baseline training for every employee that comes to the door that does not guarantee their success.

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Jay Wommack: So, we have orientation. We make sure. A driver that knows how to drive is going through orientation, or we have an employee that drives a forklift. They’re going through orientation.

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Jay Wommack: but we don’t really crane to target the P. And L and balance sheet for behavioral change.

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Jay Wommack: Now, what we do know is that most companies are not going to turn over their P. And L. And balance sheet to you, and you don’t expect them to

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Jay Wommack: what would you do? Want them to do is start thinking about their business in a different way.

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Jay Wommack: So how do I? How do I target that line that matters the most, and there are all sorts of stories I can go into about this.

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Jay Wommack: But let’s go through the slots first, the second one is

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Jay Wommack: transfer to a proven process with a consistent delivery system that is trackable.

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Jay Wommack: Okay, most companies do tribal training.

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Jay Wommack: So tribal training, tribal training is when you have Sally teaching Smithers what to do.

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Jay Wommack: and so, there’s no consistency necessarily may have a manual that she uses to walk through. But here’s the. Here’s what tribal training is.

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Jay Wommack: Sally has had a good day. And here comes Smithers to come in brand new employee 1st day on the job.

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Jay Wommack: and Sally is training Smithers, and she’s had a really great day, and so Smithers gets good training.

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Jay Wommack: However, the next day Sally is on her way to work. She has a flat tire. She’s running late. Things are not as good as they were the day before, and no, Sally, and you have all experienced this. Now Sally’s going to train, someone new that comes into the company.

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Jay Wommack: They’re not going to get the same training

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Jay Wommack: that is called tribal training. Now, here’s the key issue. Here, tribal training must be done

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Jay Wommack: in order to develop the right training to put into a process. You must know what works and what doesn’t work. Once you know what works, you put it into a consistent training process, so that you know that the message is delivered the same way every single time.

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Jay Wommack: So

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Jay Wommack: 3rd one, frequent and consistent proactive training versus reactive and infrequent.

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Jay Wommack: So, most companies, if you start talking to the insurance industry, they’re going to talk to you about certain things.

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Jay Wommack: and they’re going to say

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Jay Wommack: we know that if you train at least once a month you’re going to have better results than if you don’t train but once a quarter.

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Jay Wommack: if you train once a month, it is even better to train twice a month.

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Jay Wommack: and if you do it more frequent and consistent versus reactive and infrequent. So proactive is the key.

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Jay Wommack: The question I would ask you all and put it into the chat. How much training does an employee have to change their behavior, because really, in order for you to do

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Jay Wommack: more and better in target P and l balance sheet, you’re really looking for behavioral change.

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Jay Wommack: I mean, let’s think about this from this standpoint, frequent and consistent proactive training.

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Jay Wommack: I want you to imagine you have a 15-year-old son.

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Jay Wommack: I’m 67, so I’ve had a 15-year-old. Son.

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Jay Wommack: I want you to match you. Think about Beavis and Butthead. I know I agree with you.

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Jay Wommack: You’re going to walk in on January the first.st And you’re going to say to that 15-year-old son, this year we’re going to do things a little bit different this year. I want you to make your bed.

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Jay Wommack: clean your room out, take the trash, feed the dog, brush your teeth, comb your hair, and I’m going to check back with you

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Jay Wommack: on December the 31st we’re going to see how that went.

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Jay Wommack: Now, when I do this in front of a live audience. I always get chuckles and laughs right in here

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Jay Wommack: because everybody knows that that’s just not going to happen.

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Jay Wommack: So, on the other hand, if we go in and do frequent consistent every week. We’re going to remind them of what they’re supposed to do, not long and drawn out.

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Jay Wommack: but every week proactively. Here’s what you need to do. Here’s what you need to do. The results at the end of the year are going to be much, more, much more robust. That’s proven time and again

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Jay Wommack: on what really works so frequently, consistent.

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Jay Wommack: All right.

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Jay Wommack: We now live in the MTV generation.

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Jay Wommack: What you do in your training has got to be short, short, short, short

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Jay Wommack: look. When I grew up, we watched John Wayne movies, and there might be a full one and a half hours of 2

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Jay Wommack: camera sitting right on you.

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Jay Wommack: and they’re watching John Wayne for one and a half to 2 min. And then suddenly, here comes the MTV generation and back. Then it was one cut, one edit on a video every 5 or 6 seconds.

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Jay Wommack: Now it’s like 2 cuts a second.

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Jay Wommack: So, you got to keep these things short and to the point versus long and boring. That’s why we can look at the 15-year-old and say, we’re going to have one to 2- or 3-min worth of specific direct training

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Jay Wommack: to get results that we’re looking for versus one long drawn-out conversation about what they’re going to do all year.

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Jay Wommack: Do you remember the TV show? Are you smarter than a 5th grader?

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Jay Wommack: Well, what we found out is most people are not. We have the attention span of a gnat.

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Jay Wommack: and so, we must keep it short and sweet and to the point. And that’s what works nowadays, is that short and sweet? And to the point?

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Jay Wommack: So, what should we be training for beyond the basics?

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Jay Wommack: It’s results.

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Jay Wommack: It is results. And the results you’re looking for. You must know what to look for, and that’s why you’ve got to start looking at. What is that line? Item that matters the most.

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Jay Wommack: I mean, if you don’t train your employees

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Jay Wommack: effectively, what you’re doing is you’re playing whack-a-mole that always gets a laugh, too, in front of a live audience.

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Jay Wommack: You’re playing. Whack them up so you’ve all been there, your managers. You go train your people to go, do X, Y and Z, and you just assume it’s being done, and as soon as you turn your attention to another area.

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Jay Wommack: all a sudden the mole pops his head up, and you’re not doing what they were doing before.

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Jay Wommack: So, if you are doing the proper training for results, then you’re making sure that everything is put into place. It’s consistent. It’s short, sweet to the point.

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Jay Wommack: and it’s the same message delivered every time. So, all of those things we just talked about are critical, critical target, the line item short and sweet, and to the point frequent and consistent.

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Jay Wommack: So, if you do this the right way.

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Jay Wommack: I’m going to make a statement that a lot of lawyers would hate to hear in a courtroom, and that is, you turn your biggest liability into your greatest asset.

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Jay Wommack: and that is your employees.

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Jay Wommack: But if you don’t train them and you don’t have behavioral change among those employees, it will come back to affect your top bottom line, and probably your cases in court as well.

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Jay Wommack: So, one of the things that I looked at from results standpoint is always

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Jay Wommack: in my history. In 67 years, whenever I’ve had anything go, go right or wrong, in a company or any situation, training is always the place to fall back to.

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Jay Wommack: because let’s face it. One of your biggest assets is your employee base.

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Jay Wommack: and they can also be your biggest liability if they’re not trained properly.

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Jay Wommack: I remember reading stories about denning the Wyoming Consultant, and he was he was a Guru in Japan, and not here. He was out of Wyoming and dimming.

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Jay Wommack: He worked in the 19 eighties with Japanese. And I remember reading stories about the Japanese training their sales force

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Jay Wommack: 40% of the time.

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Jay Wommack: And I’m thinking to myself, how in the world could they do that? Well.

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Jay Wommack: it’s the same theory as sharpen the saw, so they must continue their training.

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Jay Wommack: So where do you start with doing all this?

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Jay Wommack: You start with a questionnaire.

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Jay Wommack: You’ve got to start with questions you have to ask yourself.

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Jay Wommack: And, by the way, at the end of this presentation we’re going to offer you

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Jay Wommack: free questionnaire that we use when we walk in. Not only are we going to offer you the free questionnaire. We’re going to offer it to you on what we call our digital checklist.

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Jay Wommack: which is a dynamic digital checklist, so that once you fill it out. You know a lot of times people fill out questionnaires and they get lost. Now you fill it out and you can have it sent to all your employees, or you can have it sent to your management team. But it’s always there in 25 years, with over 170 million plus records. We’ve never lost any data so that data will be there, and you’ll have to answer those. You won’t have to answer those questions more than once, unless you choose to review and do that.

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Jay Wommack: So, you start with certain things like standard time to complete

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Jay Wommack: one of the best operators that I know in this industry

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Jay Wommack: he was running about an 88, or when the rest of the industry was averaging about 101 to 102

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Jay Wommack: he used to spend more time pouring over standard time to complete with each of his departments than most of the managers I knew, and an 88, or for those of you all that may or may not remember anyone that’s new to the industry. 88 operating ratio means that you’re making about 12 cents for every dollar

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Jay Wommack: versus 101 to 102, 101 to 102 means you’re losing one to 2 cents for every dollar. So while the industry was running from 101 to 102 and losing money, he was actually making 12 cents. And these are the things that he was looking at.

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Jay Wommack: Standard repair time, standard management time. What are the processes? You’re looking at? What you can train against processes. One of our clients is in the medical industry, and they train against their processes and procedures manual, because that’s what they want to see done exactly the right way every single time. Otherwise, what game are they playing?

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Jay Wommack: They’re playing whack-a-mole.

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Jay Wommack: By the way, I love to go too. Yeah, when you take the grandkids to chuck E cheese, you’d be able to go in the corner and go play whack-a-mole. It’s always fun to watch the kids’ eyes light up doing that. But we don’t like to play that game in business.

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Jay Wommack: We looked at our own value chain, and I’ll show you that story here in a second. Your P. And L. And balance sheets. Now, granted, you don’t want to share that with the world, but there are certain line items. So really started digging in and thinking about the 80 20 rule, what line item. And I’ll tell you all a few stories to kind of what your appetite in this area.

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Jay Wommack: but which? Which? 80 20 rules? What or which area do you start with?

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Jay Wommack: Is it sales marketing.

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Jay Wommack: you know most companies in trucking. Think about safety first, and safety is a big, big deal. We all know that, but I’m telling you to dig deeper into you into your numbers. Now

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Jay Wommack: look at your sales. Yeah. I pulled up on Chat GPT, artificial intelligence. And I started thinking about it.

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Jay Wommack: I started asking questions, what?

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Jay Wommack: What should be small to medium sized companies be looking at to compete.

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Jay Wommack: And one of the things they talked about was sales and contracts. And if we start looking at the freight market right now. One of the clients that we had here the other day was talking about his backhaul, he’s using brokers for 30% of his freight that’s still too high.

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Jay Wommack: During good times, companies really want to count on 2 to 3%. And during Covid, we got up to 80% on that. So

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Jay Wommack: what do you? What are you doing on your sales side to try to get better contracts.

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Jay Wommack: and if you’re a smaller company, what are your marketing advantages versus the bigger companies that you can go after?

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Jay Wommack: So, every company is different. Every company has, you know, we’re generally the same on P and L. Balance sheets, but every company is a little bit different in their expertise, their specialty. What about your maintenance? Remember the guy that was that I was talking about earlier that did the 88, or

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Jay Wommack: he poured through the time to complete on rebuilding transmission for his maintenance department, he poured through those types of things. If he had an employee that was taking, let’s say it was supposed to take 10 h to do it, and it was taking the average employee there 12 to 13 h, and it was standard to be 10.

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Jay Wommack: He would bonus, the employee that was getting it done in 8 and a half hours.

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Jay Wommack: and he would train the people that were taking 1314, 15 h to do it.

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Jay Wommack: Those are line items that are critical to success, particularly in a market where we’ve seen the price of bumpers go from 2,000 to $7,000 just in the last few years.

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Jay Wommack: What do you prioritize in your line? Item.

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Jay Wommack: and then another slide? I didn’t include in this that I got from A from a risk manager. The presentation was about 1st year employees. You need to overtrain 1st year employees because

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Jay Wommack: the 1st year employee, no matter how much training they’ve had.

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Jay Wommack: how many times they’ve driven a truck.

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Jay Wommack: They drive for XYZ for 10 years. They’re accident free. They are coming, join your company.

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Jay Wommack: 50% of the accidents in the 1st year are caused by the 1st year employee.

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Jay Wommack: not someone who’s driving a truck for the 1st year, not someone who’s driving a forklift for the 1st year, not someone who’s out there mopping the floors or driving the school bus or working in the warehouse.

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Jay Wommack: They’ve been doing it for 20 years

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Jay Wommack: their 1st year at your company.

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Jay Wommack: Things are not normal for them. You’ve got to train to make sure that they are comfortable in what they’re doing, because

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Jay Wommack: half of your accidents statistically across industries in across jobs

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Jay Wommack: are being caused by the brand-new employees.

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Jay Wommack: That is, that is critical, critical to think about.

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Jay Wommack: So, with that in mind.

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Jay Wommack: I want to talk to you about one line item, and what I’m trying to do right now is make you think about your company a little bit differently.

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Jay Wommack: One line item

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Jay Wommack: we have in our company. We have one line item, it’s called the value chain, and it is a

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Jay Wommack: mathematical formula across the board for our boot camps.

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Jay Wommack: We started out years ago educating our prospects.

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Jay Wommack: and we do that through the form of our boot camps.

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Jay Wommack: and for our boot camps to be successful, we must go. Have a list. You must have a list.

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Jay Wommack: and we must invite people from that list. The list must be a qualified list of companies we can deal with.

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Jay Wommack: and we must sign up people from that list.

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Jay Wommack: And so, we have our ratios out there. And if we can sign up 2 and a half percent of the people show up in the next 12 months from our list.

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Jay Wommack: That’d be about 250 companies.

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Jay Wommack: So, we looked at the next line item on our list of our value chain.

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Jay Wommack: And how many people show up. Once somebody signs up, they must show up.

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Jay Wommack: So, we don’t target our own show up rate. And, Steve, you remember this very well. I know, because we’re sitting there at 70% show up rate, which is 175 out of 250,

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Jay Wommack: and we targeted that line that one-line item

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Jay Wommack: and we put together a process. We hired an outside marketing firm, and we copied the Disney model of, you know, if anyone’s ever been to Disney

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Jay Wommack: and you signed up to go to Disney, then the 1st thing you start seeing is they are sending you all sorts of stuff in the mail about coming to Disney, and how much fun you’re going to have. And I counted. I think we got 16 different items in the mail from the time we signed up to go to Disneyland or Disney world in Florida.

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Jay Wommack: In the time we showed up. So, we incorporated that model into our program after we invited people after they signed up and we got our show up rate up to 80%.

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Jay Wommack: What that translated into

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Jay Wommack: was our closing rate at 60% was 105 at 1, 75 versus 1, 20 at 200

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Jay Wommack: same closing rate.

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Jay Wommack: Our average deal size approximately 10 is a little bit more than that. But let’s just say 10,000.

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Jay Wommack: That means we had a hundred $50,000 difference. The lifetime value of a client for us means that that one-line item going from 70% to 80%

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Jay Wommack: changed our number by 150,000 in the 1st year. But over a 6.3-year period, which is our average lifecycle for a client

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Jay Wommack: that made a $945,000 difference in our business.

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Jay Wommack: Now, the net present value will get a CFO on the call, and they’ll look at it and say, well, the net present value of that is 830,000. Okay, 830,000. But the point is, when you start looking at your P. And L and balance sheet, you start looking at your processes. Don’t overlook a process because every process is absolutely, absolutely

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Jay Wommack: trainable and repeatable.

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Jay Wommack: Now the story here is, we trained our people to all do this, and

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Jay Wommack: the reason we trained them and put them into the process was because we were playing whack-a-mole.

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Jay Wommack: We went from 70 to 80%. And then all of a sudden, we started watching that number drift back down.

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Jay Wommack: We’re doing something wrong. We’re not following every step we didn’t take. We? We didn’t follow every step. We didn’t train properly. We were doing tribal training. We put it into a process, we put it into our system.

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Jay Wommack: and it’s consistently delivered every time. And we I don’t think we’ve fallen below 81 or 82% in the last 3 or 4 years.

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Jay Wommack: So that is the value of once you do your tribal. Once you put your process into place.

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Jay Wommack: train against it, because that is a huge difference. I want you to think about the different line items that you’re looking at right now within your own company. What do you need to be doing?

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Jay Wommack: So, I want to tell you a concept that is so simple.

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Jay Wommack: But it’s it is profound.

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Jay Wommack: It’s the wow factor. It is called modeling.

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Jay Wommack: So, I almost hate to bring up fuel in the transportation industry, although we’ve had private carriers, private fleets that have reached out to us. They’ve got 14,000 trucks. They’ve got a fuel problem even today, with the price of oil dropping back closer to the low sixties. We’re still seeing fuel prices that haven’t

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Jay Wommack: fell back to where they should have been based in the last 4 years. So, we had a company, and they were concerned about their fuel. They had 1,400 vehicles

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Jay Wommack: as opposed to going in and doing your standard. Well, let’s just look at the aerodynamics on a on a truck. Or let’s look at how you know, what does the route mapping looks like?

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Jay Wommack: Let’s just sit down and do something common sense oriented.

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Jay Wommack: So, I asked the company, do you keep up with fuel efficiency records?

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Jay Wommack: And they said, Yeah, we do. So. All I want to do is interview your 5 most fuel-efficient drivers.

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Jay Wommack: That’s all I want to do.

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Jay Wommack: So we did, and I’m sure we broke some laws doing this because we let them smoke inside the room and did all sorts of things. But I wanted to. I wanted them to feel comfortable, and we had. We had 5 very gruff

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Jay Wommack: fuel, efficient drivers, and all we did was we modeled them?

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Jay Wommack: We asked them all sorts of questions about how do you drive? How do you think about driving? When do you start to break? When do you start looking ahead to find out where you’re going to make your turn? We modeled their behavior.

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Jay Wommack: And this is not a new concept. I learned this concept from Tony Robbins. Tony Robbins went into the military, and he took the top 5 marksman.

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Jay Wommack: you know, from Marines Coast Guard

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Jay Wommack: Army Navy Air Force with pistols, and he went in and he didn’t know anything about shooting a pit. He never shot a pistol, according to him.

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Jay Wommack: and he modeled how they did it! How do they think when they’re pulling it out? What are they looking at? How are they breathing?

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Jay Wommack: And he modeled what they were doing? So, we modeled those 5 top fuel-efficient drivers in that company. We rolled out 26 short, sweet to the point. Video courses, you know. 3 to 2, 3, 4 min each, and we played them over the next 26 weeks, one a week.

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Jay Wommack: That company, because it was specifically designed for them, improved their fuel efficiency by 13 and a half percent.

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Jay Wommack: That’s what I’m saying. Think about what you’re doing. Think about your employee base. Think about your line items, think about the jobs they’re doing a membership. I’ll tell this story real quick

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Jay Wommack: country club.

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Jay Wommack: We asked them. Basically, they have 25 country clubs. What is your basic unit of wealth?

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Jay Wommack: What I mean by that is, how do you make your money?

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Jay Wommack: This is a simple question. How do you all make your money? Well, we make it through memberships. We make it because people join. They pay us an upfront dues, they pay ongoing monthly dues, and once they’re a member they come in and they eat and here they play golf. Here they do whatever. And I said I asked them a simple question.

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Jay Wommack: You have 25 clubs.

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Jay Wommack: Do you have somebody who’s selling memberships that stands out above and beyond everybody else, and immediately you can see it in their eyes immediately

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Jay Wommack: the eyes went bing, so yeah, yeah.

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Jay Wommack: Sally, y’all can tell. I like to use it. Sally is the is the name of the fictitious employee out here, Sally.

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Jay Wommack: Oh, yeah, Sally.

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Jay Wommack: she outsells everybody. So, all they had to do was, walk in and go model. Sally, Sally.

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Jay Wommack: what do you think about? Do you give people a tour? Do you reach out to them? How do you get referrals. You went through a myriad of questions with Sally, put it in a video course.

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Jay Wommack: short, sweet to the point, and then deployed it to the other 24 that were out there recruiting and had it consistently every time they had to hire somebody new, because we all know nobody out there has turnover of employees nowadays. That also gets a chuckle, too, when you’re in public.

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Jay Wommack: But I want you to think about you’re not going to have 24 employees go out and model Sally. But if you just had 3 or 4 or 5, what is the difference? That would make. Well, the lifetime value of one of their members was over $70,000.

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Jay Wommack: So, if they increased you 3 new memberships

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Jay Wommack: a year, not even a month a year, you look at the numbers that did for them.

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Jay Wommack: And then in sales we did the same thing with our own sales department. As a matter of fact.

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Jay Wommack: one of the one of my previous clients. He’s since passed away.

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Jay Wommack: We’re sitting there talking about sales, and he was in the transportation business, and he said,

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Jay Wommack: He said, well, how do y’all use your own system? I said, well, we train our salespeople.

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Jay Wommack: he said. What are you talking about? And I said, well, you know, 1st off. If you want to do sales, you must have a list. You must make a presentation. You must go deliver the presentation you have to do follow-up, which most companies don’t want to do. Follow up work. And if I look at a small company right now, that’s not getting their fair share of the business. They need to be focused on these 5 things, you know. Get a good list, get a good presentation, deliver the presentation, do the follow up work, which is where most people fail.

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Jay Wommack: and then you must ask for the order. You’d be surprised how many, how many sales? People don’t ask for the order, but let’s go back to follow up, because what we did is we took our top sales, Guy.

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Jay Wommack: and internally we modeled him on his follow up.

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Jay Wommack: What do you think about every day? What do you? How do you approach them? What are the 5 things that are top of mind for you when you’re going out there.

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Jay Wommack: That changed the whole dynamics. We ended up having our best year immediately after we plugged that into place.

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Jay Wommack: That was in. That was our best year of sales. We plugged in his follow up process. So, don’t just

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Jay Wommack: go. Well, that’s the standard things really. Look at your own company

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Jay Wommack: and the best place to get started.

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Jay Wommack: It’s with our 180 questions that we’ve developed.

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Jay Wommack: I read a book. Everybody hates it around here when I say I read a book.

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Jay Wommack: but I read a book several years ago called The Checklist Manifesto.

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Jay Wommack: and I love the book, and in that book, if any of you all have read the book, then you’ll know what I’m talking about. But the checklist manifesto talks about the value of a checklist. And one of the 1st good stories that they have in the book is talking about the B-seventeen bomber that we developed in World War 2,

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Jay Wommack: and that the United States developed in World War 2. And the 1st time it was flown they brought in the best test. Pilot

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Jay Wommack: and Boeing developed it.

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Jay Wommack: They brought in the best desk pilot in the history of the United States, and they put him in the plane, and he crashed and died.

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Jay Wommack: and they put all these great minds around the table and said, oh, you know we must have this airplane to win the war because it can deliver so many bombs.

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Jay Wommack: What do we do? And they came up with a simple concept of a checklist.

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Jay Wommack: and once they did that, as you all well know, you know, 18-19 year old kids were flying those airplanes, and they were. And we won the war because of the B. 17 bomber and other things took place, but it was the checklist, and Boeing has been known for their checklist in that same book they talk about.

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Jay Wommack: They talk about the operating room, and I know it’s 2,025.

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Jay Wommack: But this book talks about it as early as or as late as the 1st decade in 2000, 2002, 3, 4 and 5

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Jay Wommack: operating rooms in 3rd World countries had a higher success rate than Johns Hopkins.

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Jay Wommack: I want you to let that sink in

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Jay Wommack: 3rd World country operating rooms. So, they started researching why and how they had a checklist.

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Jay Wommack: They went through the checklist and one of my favorite stories of checklist.

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Jay Wommack: And is Sully. Remember, when Sully landed the plane on the Hudson River

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Jay Wommack: he was such a humble person he started talking about. They quizzed him and tried to make a hero out of him.

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Jay Wommack: and he immediately deflected back to the crew and everybody involved, and he said the reason it worked and the reason we were able to survive that plane crash

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Jay Wommack: is because the checklist had us go through and get started with everybody. The crew. The 1st thing we did was humanize each other.

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Jay Wommack: We got to know each other because not everybody. You may not realize this, but not all. Pilots and co-pilots and crews work together all the time. So, many times it’s strangers sitting down for the 1st time with each other.

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Jay Wommack: So, they go through. And you know, do you have children? Do you have this? So, they go through their checklist.

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Jay Wommack: and as soon as they had an issue. That number one, they’d humanized each other. Number 2.

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Jay Wommack: When they went through the checklist. When they had the engine failure

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Jay Wommack: they went through the checklist. Everybody immediately knew their job, and they gave credit, and solely gave credit to the checklist and the crew for their success and their survival.

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Jay Wommack: So, we developed what we call our digital checklist.

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Jay Wommack: And it’s so powerful. And it’s so simple to use

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Jay Wommack: that I took our 180 questions and handed it to the Tech Department this morning and said, how long will it take you to create the checklist to give away to these folks today? They’re going to be on the webinar.

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Jay Wommack: and he said, about an hour, about an hour.

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Jay Wommack: So, Steve, I think you have a have a slide where they can sign up etc.

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Jay Wommack: and look for that. But with that in mind.

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Jay Wommack: this is who I am. That’s my personal cell phone number.

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Jay Wommack: We’re a successful 25-year-old company.

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Jay Wommack: and because if you text me, I will respond. But that is me. If you call me, I may not, because we get so many junk calls. But if you text me, I will respond.

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Jay Wommack: and with that I’ll answer any questions. If we have questions, and I know, Steve, you want to talk about that.

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Steve Kessler: Well, I don’t see any questions. If anybody’s got any, feel free to type them in the to the chat there, and or use the Q. And a box, or any comments that you all have.

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Steve Kessler: I got to tell you, Jay, you talked about the boot camps, and I’ve been involved in those for a long time.

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Steve Kessler: and you know, what we try to do is, you know, we have a great product. We have a great learning management system that makes all the things that you talk about simple to deploy.

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Steve Kessler: and a real simple way to track everything that you’re doing.

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Steve Kessler: But you must be willing to do it.

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Steve Kessler: Companies that fail even with our technology are not making sure that the training is taking place. It must be done.

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Steve Kessler: and I think if you’re training on a regular basis, hit and miss occasionally is never going to work

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Steve Kessler: at least once a month, once every couple of weeks. My gosh, we have clients that train in some way almost every day.

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Steve Kessler: So, I think if you want to impact behavior and have an impact on your bottom line.

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Steve Kessler: You’ve got to be focused on the training. And let’s see, hang on. Here’s a saying, can we get a copy of this training. Absolutely. We’re this webinar was recorded. So those of you would like to share this with some other folks. We’ll send you out a link, so y’all can listen to the recording and share it with your friends. But

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Steve Kessler: bottom line is figure out where you’re where you’re bleeding money

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Steve Kessler: and focus on the behaviors that can impact that with proper training, and you’ll have success and be a more profitable company.

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Steve Kessler: As my comments.

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Jay Wommack: Alright. Well, Steve, I appreciate it. I know our boot camps are always fun and well attended, and it’s an education area. It’s not a sales zone, although obviously we would like to have your business. But it’s not a sales zone. So

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Jay Wommack: yeah, the questionnaire and we will follow up. My cell phone number is 903-244-2192
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Jay Wommack: And we built this company by being very, very conscious of service and

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Jay Wommack: safety and training and targeting P & L’s and balance sheets and line items like that. So.

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Jay Wommack: Steve, anything else we can wrap her up.

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Steve Kessler: No, just a question here from Jeff. Want to know about getting a certificate for Nat. Me points yeah. If you want to send me an email or let me know, be happy to get you a certificate for that.

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Steve Kessler: If you want it. Probably best just type it in chat quick, and then I’ll know who to who to get it to. But my email is steve.kessler@verticalag.com. Somebody just put it up on the chat so y’all could see that

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Steve Kessler: so.

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Jay Wommack: And you know.

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Steve Kessler: Certificates out to you.

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Jay Wommack: I remember, you know, people the questionnaires and things. I remember getting a marketing consulting company to come in here, and they sent me a

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Jay Wommack: wasn’t 180 questions. It was an 80-page questionnaire.

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Jay Wommack: and it took me about a week and a half to fill it out. But I filled it out. And it it’s, you know.

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Jay Wommack: Obviously, I believe in the dynamic.

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Jay Wommack: you know, value of checklist and the value of research. And where do you target? And what do you do? So.

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Steve Kessler: Very good.

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Jay Wommack: All right.

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Steve Kessler: Well, it looks like everybody’s responding. Thank you, Jay. It was some great information. And everybody that’s typing in. I’ll make sure that everybody gets a certificate, so we’ll make sure to get those out to you as soon as we can.

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Steve Kessler: Jay. Thank you very much. If anybody else has questions or comments feel free to reach out to our company, and we’ll be glad to help you.

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Jay Wommack: Dave. Thank you much. Thanks for everything. Thank you all for joining.

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Jay Wommack: Alrighty. Alright.

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Steve Kessler: Bye, now.

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Jay Wommack: Oh, that was fun!